{"id":3261,"date":"2021-10-12T11:03:01","date_gmt":"2021-10-12T03:03:01","guid":{"rendered":"https:\/\/blog.spotodumps.com\/?p=3261"},"modified":"2021-10-12T11:03:01","modified_gmt":"2021-10-12T03:03:01","slug":"part-2-download-updated-and-free-pmp-practice-exam-2021","status":"publish","type":"post","link":"https:\/\/blog.spotodumps.com\/index.php\/2021\/10\/12\/part-2-download-updated-and-free-pmp-practice-exam-2021\/","title":{"rendered":"Part 2: Download Updated and Free PMP Practice Exam 2021"},"content":{"rendered":"

The PMP is the most prestigious project management certification in the world. The PMP certification<\/a><\/strong><\/em> test has 180 questions, and passing it necessitates a thorough PMP study strategy. One of the most important steps toward obtaining the PMP certification is to practice with Free PMP questions and answers before the exam. Use this sample test<\/a><\/strong><\/em> to eliminate the project management categories today!<\/p>\n

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Further Reading:<\/strong><\/p>\n

Part 1: Download Updated and Free PMP Practice Exam 2021<\/a><\/p><\/blockquote>\n

Question 11<\/h3>\n

You are currently implementing the risk management process of your project. There are a number of risks that have been identified in your project, however the team has elected not to change the project plan to deal with the risk, but they have established a contingency reserve in the event that some of these risks are triggered. This is an example of what type of risk mitigation technique?<\/p>\n

A. Avoidance
\nB. Passive acceptance
\nC. Active acceptance
\nD. Contingent response strategy<\/p>\n

Answer:<\/strong> C<\/p>\n

Explanation:<\/strong> Recognizing the risk and not changing the plan, but making some contingencies in the event the risk is triggered, is an example of active acceptance. Passive acceptance would be if no contingencies were put in place and avoidance would be correct if the project plan were modified to accommodate the risks.<\/p>\n

Question 12<\/h3>\n

On a control chart, a source of variation that is intermittent, not inherent in the system, and is not predictable is known as:<\/p>\n

A. Common or typical Cause
\nB. Specific Assignment
\nC. Normal or Common Cause
\nD. Special or Assignable Cause<\/p>\n

Answer:<\/strong> D<\/p>\n

Explanation:<\/strong> On a control chart, a source of variation that is intermittent, not inherent in the system, and not predictable, is called a Special or Assignable Cause which is an unusual event.<\/p>\n

Question 13<\/h3>\n

You are in the process of closing your project and you are looking at different documents which you have in your archive as the project manager. There is an untitled document in which throughout various project meetings you have documented differences in opinion, situations to be investigated, and emerging or unanticipated responsibilities. If you want to pick a title for this document, which one of the following it would be?<\/p>\n

A. Meeting Minutes
\nB. Risk Register
\nC. Issue Log
\nD. Project Performance Report<\/p>\n

Answer:<\/strong> C<\/p>\n

Explanation:<\/strong> The issue log is a tool used in the Manage Team process. According to the PMBOK\u00ae Guide (6th Edition), an issue log is used to document and monitor who is responsible for resolving specific issues by a target date.<\/p>\n

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Question 14<\/h3>\n

You are going to start your fifth project as the manager at your company. From your past experience, you know that one of the stakeholders has always made a lot of changes in the projects. What would be your best approach to manage this particular stakeholder in the beginning of the project?<\/p>\n

A. Try to get this stakeholder eliminated from your project
\nB. Escalate the problem to the stakeholder\u2019s manager to direct his activities to other projects
\nC. Resist against the changes that this stakeholder initiates so he\/she realizes that you do not accept any changes
\nD. Get the stakeholder involved in the project as early as possible<\/p>\n

Answer:<\/strong> D<\/p>\n

Explanation:<\/strong> Changes are not bad! Changes normally come from lack of input at the beginning of the project. If we begin effective communication with this stakeholder early, we stand a much better chance of discovering their changes during the planning process when they will have less of an impact on the project. Trying to eliminate the stakeholder is the wrong approach.<\/p>\n

Question 15<\/h3>\n

Large fluctuations in the periodic expenditure of funds are undesirable for organizational operations. Therefore, the expenditure of funds is frequently reconciled with the disbursement of funds for the project. This is known as:<\/p>\n

A. Disbursement Reconciliation
\nB. Expenditure Reconciliation
\nC. Funding Limit Reconciliation
\nD. Budget Reconciliation<\/p>\n

Answer:<\/strong> C<\/p>\n

Explanation:<\/strong> Funding limit reconciliation is one of the tools and techniques used in the Determine Budget process. This will reconcile the availability of funds with their expenditure and it will necessitate the scheduling of work to be adjusted to smooth or regulate the expenditures.<\/p>\n

Question 16<\/h3>\n

As a new project manager in the company, you have been sent to a training course. During the course you hear the instructor using the expression \u201chalo effect\u201d. You don\u2019t understand the expression and ask from the instructor about the meaning. He explains that \u201chalo effect\u201d refers to the tendency to:<\/p>\n

A. hire the best.
\nB. move people into project management because they have had project management training.
\nC. promote from within.
\nD. move people into project management because they are good in their technical fields.<\/p>\n

Answer:<\/strong> D<\/p>\n

Explanation:<\/strong> The \u201chalo effect\u201d refers to the tendency to move people into project management because they are good in their technical fields. This happens frequently, especially in technical companies.<\/p>\n

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Question 17<\/h3>\n

You are working on a project where a negative risk has occurred. However, you have no contingency plan for this risk. You call a meeting and a solution is devised to change the workflow until a permanent solution can be implemented. This is an example of?<\/p>\n

A. Recovery plan
\nB. Workaround
\nC. Reserve plan
\nD. Risk Response plan<\/p>\n

Answer:<\/strong> B<\/p>\n

Explanation:<\/strong> According to the PMBOK\u00ae Guide (6th Edition), a workaround is a response to a threat (or problem) that has occurred for which a prior response had not been planned or was not effective. Therefore, any time there is no contingency plan in place, but the risk which happened must be addressed, the response is called a workaround.<\/p>\n

Question 18<\/h3>\n

The project sponsor gives you a project charter and asks you to start working on the project immediately and to provide him with a schedule. What should you do first?<\/p>\n

A. Begin creating a project scope statement
\nB. Create an activity list
\nC. Acquire the project team and start working
\nD. Begin estimating the activities required to complete the scope of work<\/p>\n

Answer:<\/strong> A<\/p>\n

Explanation:<\/strong> There\u2019s no mention in the question that the schedule is required on an urgent basis, so you need to follow the steps to get to a project schedule. The project scope statement and other planning activities must be completed before a schedule can be created.<\/p>\n

Question 19<\/h3>\n

Your project is running slightly over budget. You mention this to another project manager, who suggests you shift some of your expenses to indirect costs that are not charged to your project budget. What do you do?<\/p>\n

A. According to the other project manager, examine project expenses to see if any are indirect expenses that could be taken off your project.
\nB. Crash the project.
\nC. Re-estimate the project costs.
\nD. Use your contingency reserves.<\/p>\n

Answer:<\/strong> D<\/p>\n

Explanation:<\/strong> Re-estimating of the project costs is probably required, but it is not a direct response to the budget overrun problem. Indirect expenses are costs associated with the project and it is not truthful to get them off the project reports. Crashing is not relevant in this situation because there\u2019s no mention of schedule delays. Therefore, you should use your project reserves to cover the budget overruns.<\/p>\n

Question 20<\/h3>\n

What is the last thing that should be done in the Close Project process?<\/p>\n

A. Record the project lessons learned
\nB. Project financial closure
\nC. Release the project resources
\nD. Project formal acceptance<\/p>\n

Answer:<\/strong> C<\/p>\n

Explanation:<\/strong> Outputs of the Close Project or Phase process include archives, lessons learned, and project closure. However, some project resources (people, computers, telephones) must be used to perform these closing activities. Once completed, the project can release its resources.<\/p>\n

What’s Next?<\/strong><\/h2>\n

Project management certification is a great way to show the world that you can make a difference in this field and that you have the relevant skills and knowledge. However, you want to make sure that your road to PMP certification is as smooth and quick as possible so that you can get back to working on your employer’s projects and creating values.<\/p>\n

As we’ve seen, SPOTO 100% authentic PMP test dumps<\/a><\/strong><\/em> provide numerous advantages for your studies. It might provide you a substantial boost in knowledge and self-assurance. The next step is to study the latest SPOTO PMP exam dumps<\/a><\/strong><\/em> and pass the PMP exam!<\/p>\n

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Latest SPOTO Candidates Pass Feedback<\/strong><\/h2>\n